Preliminary project report



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7.0 Results


Results are currently pending simulation completion and outputs. At this time, the procedure support system is predicted to be the best performing alternative with respect to cost and procedure processing time.

8.0 Recommendation and Conclusion


Pending sensitivity analysis of the results, recommendations will be made in line with a value hierarchy developed to support the win-win of the stakeholders. The value hierarchy is shown in Figure . Each alternative will have a utility cost function created to evaluate each design.

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Figure : Value hierarchy for recommendations


9.0 Project Management



9.1 Work Breakdown Structure


The work breakdown structure for the projects is comprised of twelve root level tasks which are decomposed further into several subtasks for a total of one hundred and twenty tasks. The WBS serves as the basis for scheduling and cost estimation. Tasks are defined in an iterative and sequential manner rather than intertwining dependencies across each section. The independence of each root level category is designed in such a manner that the WBS is a combination of twelve distinct sub-plans.

Figure : Single Pilot Cockpit WBS


9.2 Schedule


Based on the WBS as defined in 9.1 Work Breakdown Structure, the schedule consists of all component subtasks and milestones that make up the overall project. The critical path for the project is through the 10.0 Deliverable Preparation & Assembly tasks. Because so much time is dedicated to preparing for preliminary and final deliverables, the most important part of the overall schedule is described by the work under 10.0 Figure shows the tasks involved in completing WBS 10.0 Though there are not the most concentrated in terms of frequency, they take the most amount of time and resources to complete. It is important to note that the 8.0 Modeling and Simulation task hierarchy is a close second to the established critical path. Most of our risks arise in section 8.0



Figure : Representation of WBS tasks with critical path(s) in red




9.3 Budget


The budget to complete the project is based on a hourly rate per person with a GMU overhead factor of for a total billing rate of per hour. The estimated hours required to complete the project is hours. The planned budgeted value of the project is

9.4 Risk and Mitigation Plan


Risks to the project have been identified with all but one (busy co-sponsor) affecting critical path tasks. Steps have been identified to mitigate the identified project risks.

Risk

Description

Mitigation

Rating

Simulation Complexity

There is a chance that the complexity of the simulation and task model will cause scheduling delays which may impact the ability to produce results for the IEEE paper due in February.

Plan to devote significant work to simulation during the winter break period. Simulation coding started ahead of schedule.

Likelihood: Likely

Impact: Major




Procedure Complexity

The number of tasks to be modeled is very large and takes significant resources due to manual nature of input.

Plan to make scope changes to simulation to target a subset of tasks should risk become an issue.

Likelihood: Likely

Impact: Major




Busy Co-Sponsor

NASA Ames researcher has been unavailable to support project.

Working with other sponsors to get additional resources.

Likelihood: Likely

Impact: Minor




Input Data

Serious assumptions were made in regards to task performance modeling. Further information is required to find additional data to validate assumption or provide actual performance data.

Soliciting feedback from professors, sponsor, and professional pilots. Professors will provide insight into stochastic modeling and sponsor/pilots to provide input data.

Likelihood: Very Likely

Impact: Major




Table : Risk and risk mitigation planning table

9.5 Performance


Earned Value is used to track the performance of the project. We have started over budget due to front-end work on deliverables, but expect to fall below the planned value as milestones are passed. To estimate work completion rate, the ratio of number of subtasks completed to total tasks in a WBS category is used.

Figure : EVM and Budget

Figure shows the CPI and SPI indexes for the project by week. The schedule and cost increases are shown to reflect the EVM and budget from Figure . At the current state of the project, the group is approaching target budget and schedule. A worst case and best case budget have been created to show performance margin. The budgets are created based on of the planned budget.

Figure : CPI and SPI



10.0 References




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J. N. A. P. Susan Carey, "Airlines Face Acute Shortage of Pilots," 12 November 2012. [Online]. Available: http://online.wsj.com/news/articles/SB10001424052970203937004578079391643223634#articleTabs%3Darticle. [Accessed October 2013].

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